Description
I have done my field work in AVISHKAR TOOLS, who gave training of one month. The training was quiet interesting I had been given training on Human Resources department. The Avishkar tool is located in Palghar.
The main production is cooling tower .Cooling tower is a device which help the machine to maintain its temperature. The company is divided in three parts Production department HR department Marketing department .I have done my project in HR department. I my project I have introduced methods human resource accounting, appraisal by result, behaviorally anchored rating scale &360 degree appraisal. I this project there is a brief comparison between between old and new method used in Human resource management
A PROJECT REPORT ON “INTRODUCTION OF NEW TRENDS & PRACTICES OF HUMAN RESOURCES IN AVISHKAR TOOL”
SUBMITTED BY ROGIL JACOB DANIEL T.Y.B.M.S. SEMESTER V- ROLL No. 9823 ACADEMIC YEAR: 2010-2011
UNDER THE GUIDELINE OF Mrs. HIMANGI THATTEY SUBMITTED
TO UNIVERSITY OF MUMBAI
SONOPANTH DANDEKAR ARTS, V.SAPTE COMMERCE AND M.H.MEHTA SCIENCE COLLEGE, PALGHAR
DECLARATION
I, ROGIL JACOB DANIEL, a student of SONOPANTH DANDEKAR ARTS, V.S .APTE COMMERCE AND M.H.MEHTA SCIENCE COLLEGE, PALGHAR, studying in T.Y.B.M.S. Hereby declare that I have completed this project on “Introduction of new trends & practices of Human Resources in Avishkar Tools” during the academic year 2010-2011. The information submitted is true and original to the best of my knowledge.
Date: Place: Signature of student (ROGIL JACOB DANIEL)
CERTIFICATE
I, Professor .Himangi Thattey here by certify that Mr. Rogil Jacob Daniel of Sonopant Dandekar Arts, V.S Apte Commerce And M.H Mehta Science College, Palghar, of T.Y.B.M.S has completed his project on “ Introduction of new trends & practices of Human Resources in Avishkar tools” during the academic year 2010-2011. The information submitted is true and original to the best of my knowledge.
Signature of project guide (Himangi Thattey)
Signature of Principal of the college
Signature of Co-coordinator
Signature of External Examiner
ACKNOWLEDGEMENT
IT GIVES ME PLEASURE IN BRINGING OUT THIS PROJECT “INTRODUCTION OF NEW TRENDS & PRACTICES OF HUMAN RESOURCES IN AVISHKAR TOOL” FIRSTLY I WOULD LIKE TO THANK MY TEACHER AND GUIDE PROF
Mrs. HIMANGI THATTEY WHO GAVE ME HER VALUABLE SUGGESTIONS AND IDEAS WHEN I WAS IN NEED OF THEM. SHE ENCOUREGED ME TO WORK ON THIS PROJECT. I AM ALSO GRATEFUL TO MY COLLEGE FOR GIVING ME THE OPPORTUNITY TO WORK ON THIS PROJECT THEM AND PROVIDING ME THE NECESSARY RESOURCES FOR THE PROJECT I WOULD ALSO THANK TO THE BMS STAFF WHO HELPED ME TO COMPLETE THIS PROJECT. I AM IMMENSELY GRATEFULL TO ALL INVOLVED IN THIS PROJECT AS WITHOUT THEIR HELP AND VALUABLE SUGGESTIONS IT WOULD NOT HAVE BEEN POSSIBLE TO DEVELOP THE PROJECT WITHIN THE PRESCRIBED TIME.
WITH SINCERE THANKS, “ROGIL JACOB DANIEL”
Preface
I had done my Project Training in Avishkar Tools. I joined Avihkar Tools on 10th Of June 2010 on the first day Mr. Ashok Nair introduced his company and his workers environment. As by the serve I come to know that they are practicing the old HR technique like attendance card systems etc so I felt Need of introducing New method like
Performance appraisal ,360 degree feedback .According to me success of the organization depends on good HR technique . I have suggested Some HR method and technique. This Project report has helped me a lot to understand and learn the different between the theory which we learn in our book and the actual HR activity conducted practically in the organization .This project will not only help me but I am sure that in future also it will help others to know different trends actually practices in company .
EXECUTIVE SUMMARY
I have done my field work in AVISHKAR TOOLS, who gave training of one month. The training was quiet interesting I had been given training on Human Resources department. The Avishkar tool is located in Palghar. The main production is cooling tower .Cooling tower is a device which help the machine to maintain its temperature. The company is divided in three parts Production department HR department Marketing department .I have done my project in HR department. I my project I have introduced methods human resource accounting, appraisal by result, behaviorally anchored rating scale &360 degree appraisal. I this project there is a brief comparison between between old and new method used in Human resource management
TABLE OF CONTENTS
Sr. no 1. Introduction
Content
Page no.
2. Objective of the study 3. Research Methodology 4. Avishkar tools(Annexure) 5. Policy of Avishkar tools 6. Aviskhkar tools History 7. Introduction of Human Resources Management 8. Human Resources Purpose and role 9. Frame Work 10. Current Human Resources scenario in India 11. New Trends in International HRM 12. Comparison of old vs. new 13. Suggestion HR managers should do the folloing things to ensure success Today HR managers should follow the following policy 14. Servey Report 15. Conclusion 16. Biblography
INTRODUCTION
In this project I had done the field on Avishkar tool just to understand the working condition of an organization at Avishkar tool there were three departments one was of the production department, marketing department &HR department... In this project I have done my training on HR department .My main aim is to introduce new trends and technique. I have given description about new technique of HR .Human resources is one of important part for the growth of industrial organization. For growth of industry .Industry must take care of human aspect .HR plays a vital role in controlling the human aspect.
1
OBJECTIVES OF THE STUDY
This project is based on Introduction of new trends & practices in Avishkar tool. Objectives of this project are as follows:
? To Study and introduce important of HR Activity in Avishkar tools. ? To know different form of HR. ? To study different types of recruitment selection process in HR. ? To study and increase knowledge, skills of HR. ? To meet new challenges for HR manager. ? To analyses job specification of Avishkar tools. ? To know scope of HR. ? To gain opportunities of growth of HR department. ? To know working condition of the company.
2
RESEARCH METHODOLOGY TITLE OF STUDY
INTRODUCTION OF NEW TRENDS & PRACTICES OF HUMAN RESOURCES (HR) IN AVISHKAR TOOL
SCOPE OF STUDY:The study on New trends and Practices of Human Resources has showed broad picture .And it has developed a wide scope for future also .I can assure that this project report will help others to understand the different aspect of the “New Trend and practices of Human Resources in Avishkar tool “. As the trend in the HR is not fixed it will change as per the change in business environment and as per the time will pass on. But the old and new trends will combining will create a great impact on Human Resource depend in any organization .So continuously monitoring on this changes will definitely help organization to grew and sustain in the Market
Limatitation of the project
? Company has not having sufficient time for inquiry ? HR manager has not providing specific data being confidential ? Being a fresher in department many things could have been missing by me ? There was no full time guide provided by the company and there are chance of mistake on my behalf ? Lack of knowledge among the workers
3 DATA COLLECTION Data collection is a term used to describe a process of preparing and collecting data - for example as part of a process improvement or similar project. The purpose of data collection
is to obtain information to keep on record, to make decisions about important issues, to pass information on to others. Primarily, data is collected to provide information regarding a specific topic. Data collection usually takes place early on in an improvement project, and is often formalised through a data collection plan which often contains the following activity. 1. Pre collection activity – Agree goals, target data, definitions, methods 2. Collection – data collection 3. Present Findings – usually involves some form of sorting analysis and/or presentation. Prior to any data collection, pre-collection activity is one of the most crucial steps in the process. It is often discovered too late that the value of their interview information is discounted as a consequence of poor sampling of both questions and informants and poor elicitation techniques. After pre-collection activity is fully completed, data collection in the field, whether by interviewing or other methods, can be carried out in a structured, systematic and scientific way. A formal data collection process is necessary as it ensures that data gathered is both defined and accurate and that subsequent decisions based on arguments embodied in the findings are valid. The process provides both a baseline from which to measure from and in certain cases a target on what to improve. Types of data collection 1-By mail questionnaires 2-By personal interview. 4
Other main types of collection include census, sample survey, and administrative byproduct and each with their respective advantages and disadvantages. A census refers to data collection about everyone or everything in a group and has advantages, such as accuracy and detail and disadvantages, such as cost and time. A sample survey is a data
collection method and has advantages, such as cost and time and disadvantages, such as accuracy and detail. Administrative by-product data is collected as a by product of an organization’s day-to-day operations and has advantages, such as accuracy, time simplicity and disadvantages, such as no flexibility and lack of control.
SOURCES OF DATA COLLECTION
Following are the sources of data of my project:1) PRIMARY SOURCE:? Information provided by company person ? Interview of HR manager 2) SECONDARY SOURCE ? Internet ? Magazine ? News paper article ? Social networking sites
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Avishkar Tools
ATDS cooling towers induced draft counter flow film type FRP Cooling Towers incorporated in 2002, in Mumbai and further in Palghar taluka of Thane district. The company is showing prospective growth since it's establishment due to it's quality product, services, ease of handling and long life. All this is possible by the dynamic & quality management directions and sincere efforts of the follower team. it is the largest manufacturer of square shape FRP cooling towers company in India. The company keeps the strength of manufacturing cooling towers from 3 TR upto 1000 TR capacity in single cell construction. Also multi cell capacity upto 12000 M3/hr. We can deliver cooling towers upto 500 TR EX-stocks. The company had been catering it's services to vast industrial sectors like power plants, steel, chemical process industry, pharmaceutical, plastics & rubber, engineering, HVAC, petrochemical, I.T. sector, hotels, textiles and many more. The ladder of our success is constructed by the concrete support of our valued customers. Our repeat orders are the proof of our achievements, quality, dedicated services, performance and our commitments towards the satisfactions of our customers.
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Salient Features
? ? ? ?
COMPACT LIGHT-WEIGHT DESIGN CORROSION RESISTANT WEATHER-PROOF CONSTRUCTION ENSURES LING LASTING LIFE
Applications
• •
AIR CONDITIONING REFRIGERATION SYSTE
• • •
PROCESS COOLING INDUSTRIES PLASTIC INJECTION & BLOW MOULDING MACHINES DIESEL GENERATOR SETS, HEAT EXCHANGER ETC
QUALITY POLICY
Ours is composite unit, manufacturing FRP Moulding, PVC fills and motor required for cooling tower in the factory itself. Due to this we are able to exercise full control on the quality of the basic raw material for cooling tower. Our test bed is equipped with all the instruments to ensure that the various tests required under different specifications are conducted before cooling towers are cleared for despatch. We have also a separate laboratory for testing the quality of raw material. Each consignment of cooling tower is despatched to the customer with an exhaustive test report giving results of tests conducted in our test bed.
7 The process control checks are carried out at every stage of manufacturing so that only
the right material goes for further processing. The control checks are to ascertain that cooling tower manufactured at our works are of desired quality and comply with the standards of technical specifications. Our quality control department is manned by persons having long experience in this line. We believe that quality towers can only be manufactured, if the basic raw materials are of high standards, and hence we procure the same from the reliable manufacturers directly. We believe that quality is not an accident but the result of constant vigilance and testing at every stage of manufacture. The quality of ‘ATDS cooling tower’ is maintained at high level due to the latest processing technology with which these cooling towers are manufactured. The following are the salient features of the process inspection carried out by us.
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PRODUCT DETAIL
Salient features of FRP Cooling Towers
RANGE : ATDS offers Cooling Towers of capacity ranging from 2 m3/hr to 1,500 m3/hr in single cell and above upto 15,000 m3/hr in multicells. DESIGN : ATDS Cooling Towers are of vertical induced draft counter flow design with uniform water distribution and optimal heat transfer. Towers can be installed independent of wind direction. FRP BODY : The Body of the tower made of tough fibre glass reinforced plastic. It has sufficient structural strength to withstand high industrial vibrations and velocity. It is resistant to local impacts and even if damage is sustained local repairs can easily be done. SPECIAL MOTORS : Continuous rating shock-proof totally enclosed type as per IP 55 and suitable for outdoor mounting. FAN : The Fan is directly driven and of axial flow type. The fan blades are of cast aluminium completely free from problem encountered with belt and gear drives. DRIFT ELIMINATOR : It prevents spray entrainment reduces carryover losses of water. The eliminator is of rigid P.V.C. 9 PVC FILL : Corrosion resistant fill are of polyvinyl The heat exchange surface area of our fills is so designed so as to offer maximum contact time for air & water. The flute size of our fills is 12mm which offers maximum contact area. We offer ABSOL AC Fills which is suitable for high
temperature application upto 70º C. SPRINKLER GI, PP WITH FRP MOULDED WATER DISTRIBUTION HEADER PIPE : The header pipe designed for proper distribution of water over the FILLS so that proper contact time for air to water is achieved. The header pipe is manufactured in G.I., P.P. with FRP moulded construction which makes it NON CORROSIVE TYPE & Long Lasting. WATER DISTRIBUTION NOZZLES : We are offering low pressure drop, nonclogging, ABS make solid cone type nozzles for distributing the water on the fill pack area. Each nozzle is designed to operate on a water fluctuating load as good as 20%. Each nozzle can cater the service area of 1.2m x 1.2m at an inlet pressure of 0.3 kg. per cm.sq.
INSPECTION WINDOW : Inspection window(s) is provided from where water distribution through nozzles and fill can be observed. Servicing of fills and nozzles can also be done through this window(s). CORROSI ON FREE : The tower casing is of FRP, and fill and eliminator are of PVC, thus eliminating corrosion, the biggest enemy of Cooling Tower.10 All steel components such as motor support, water distribution pipes, hardware, etc. are epoxy /
polyurethane painted.
LIGHT WEIGHT : The towers are compact and light weight resulting in each delivery to site and installation. Light weight also saves on structural and masonry. Roof installation can also be done without any special reinforcements.
INSTALLATION : Towers are completely factory assembled before dispatch. At site the tower has just to be bolted on the RCC / brick masonry tank or tower with FRP tank has to be placed on foundation, thus saving a lot of installation time. SERVICE & MAINTENANCE : Maintenance is considerably reduced because fan is the only moving part in the Cooling Tower which is dynamically balanced; therefore, no vibrations. The sprinkler, fill and eliminator can easily be approached from the inspection window without disturbing the Cooling Tower casing. To offer quality products we are buying our Raw Material like Fibre Glass, Resin & Motor from ISO Certified Companies. Our Product is qualified through many consultants which makes us confident about our quality. We have instant service backup from our factory. Our efforts are to offer you an upgraded latest Technology Product with the highest efficiency & keep long term healthy business relations.
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Avishkar tools History
ATDS cooling towers induced draft counter flow film type FRP cooling towers incorporated in 1998, in Mumbai and further in Palghar taluka of thane district. ATDS is manufacturing and supplying it’s products in India and export market. Till date ATDS have successfully installed around 5000 cooling towers within all the industrial sectors & covering vast scale of applications. Since inception, we are observing a total commitment to rigid quality control at each stage of production and as a result cooling tower meets the exact standards of leading cooling tower consumers, multinational companies, leading corporate houses and government bodies. Due to this kind of acceptance by all our valued customers and our long experience in this field, today we are able to offer the latest technology product at very competitive price. It is our history that the ladder of our success is constructed by the concrete support of our valued customers. Our repeat orders are the proof of our achievements, quality, dedicated services, performance and our commitments towards the satisfactions of our customers.
We do not have any foreign collaboration and we are proud that we are manufacturing quality cooling towers on Indian machinery, with indigenous know-how with minimum overheads and reasonable profit with volumetric business. That is why our product is competitivealso. Our services are always available to assist you in selection of cooling towers to meet your requirements. We have an installed capacity of 150 no. Of cooling towers per month i.e. 1000 per year and have already achieved the production of 1105 nos. Last year. With opening up of our economy, we have to match our quality to that of developed countries so as to face the international competition. We are installing latest process control equipment in the plant and new testing equipment in the laboratory. We are inducing more technical hands in the quality department.
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Introduction to human resources management
Human Resource Management (HRM) is a subject concerned with the 'people' in other words 'human resources' of an organization. Any organization built up with human resources must manage them well to acquire the services, develop the skills and motivate them to perform to a higher performance in growing trends. The management must always
ensure this to be continued and maintain their commitment and achieve the organizational goals which very essential. The primary responsibility of human resource management in an organization is to recruit the people, ensure they are capable enough to perform job, improve their skill set and maintain their services and compensate them as required by the organization. Regardless the type of organization human resource management is very essential to achieve and maintain the success of the organization. Recruitment of new people and retaining them is very essential for any organization and human resource management plays a vital role in maintaining and takes the success. In order to survive an organization needs to maintain a successful coordination between employees and take their efforts towards a common goal. The HRM is a process which consists four specific functions as follows. 13
A) Recruiting Human Resources.
Recruitment of human resources begins with analyzing the existing human resources and planning the new requirements. Human resource management has to analyze and estimate the demand of labor and ensure that there is definite requirement of new resources. Recruitment process is key in human resource management as the selection of new employees and socializing them among the organization is involved in this process. B) Develop Human Resources. Development of human resources is a vital function in human resource management as the capabilities of individuals cannot be assessed exactly while recruiting them. It is very essential to train the employees who are not capable at par the requirement of the job, emphasize their skill levels and conceptual abilities. It is also responsibility of human resource management to acquire the knowledge and enhance the innovative capabilities of the employees. HRM must also concentrate on career development of the employees which shall impact the organizational development. 14 C) Motivate Human Resources. Motivation function in human resource management is that which drives the organization to achieve the goals successfully and more effectively. HRM must always see among the employees the satisfaction over their job, appraise their performance, improve behavioral and structural techniques that effect in efficient performance, and implement reward system for better performance, benefits and requirements of each individual. After all these are the motivating factors of human resources. D) Maintenance Human Resources. Maintenance is a function which is concerned with the working conditions which are very essential to take the performance of an individual to the peaks. Every employee believe that better working conditions are very important for them to maintain and continue in the organization. Continuous research is required by the human resource management to
identify and improve best working conditions to maintain the performance of the human resources. Human resource management is the emerging field of study and a continuous research is made every day to establish innovative approaches in dealing with human resources. New strategies and methodologies are evolving time by time to achieve higher performances with in the needs of organizations.
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Human resources purpose and role
In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organization's human resource requirements effectively but also pragmatically, taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce key functions Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations: 16
•
Recruitment, selection, and on boarding (resourcing)
• • • • • • • •
Organizational design and development Business transformation and change management Performance, conduct and behavior management Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management Compensation, rewards, and benefits management Training and development (learning management)
Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations. Applicable legal issues, such as the potential for disparate treatment and disparate impact, are also extremely important to HR managers
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Framework
Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies that ensures the continual improvement and growth of the individual, the organization, and the national human resourcefulness. Adam Smith states, “The capacities of individuals depended on their access to education”. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organized processes, “with a specific learning objective” Within a national context, it becomes a strategic Structure Human Resources Development is the structure that allows for individual development, potentially satisfying the organizations, or the nation's goals. Development of the individual benefits the individual, the organization—and the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees as an asset to the enterprise, whose value is enhanced by development, "Its primary focus is on growth and employee development…it emphasizes developing individual potential and skills") Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that develops the individual's performance. At the level of a national strategy, it can be a broad inter sect oral approach to fostering creative contributions to national productivity. Training and development At the organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, "organized learning over a given period of time, to provide the possibility of performance change”. In these settings,
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Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goalsand employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business, its human resource, by attaining or upgrading employee skills and attitudes at all levels to maximize enterprise effectiveness. The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual's growth and development, "development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself”. The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience. Recruitment and selection Applicant recruitment and employee selection form a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective, these initiatives need to include how and when to source the best recruits, internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and on boarding strategies.
19
Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centers to review performance and assess employee development needs and promotional potential. Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centers or commercially run employment agencies. Except in sectors where high-volume recruitment is the norm, an organization faced with sudden, unexpected requirements for an unusually large number of new recruits often delegate the task to a specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies, which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the external recruitment services provider 20
Current Compensation Thinking
My current thinking about salary and compensation includes the following components.
•
Organizations need to develop a compensation philosophy and direction in writing that is reviewed by the Board of Directors and agreed to by your managers. Particularly in an entrepreneurial, market-driven company, the compensation philosophy needs to include a method for grouping similar jobs for purposes of broad banding, since promotional opportunities are limited.
•
•
It should include a responsible, measurement system for awarding variable pay. I recommend less emphasis on increasing base pay, and more emphasis on distributing gains via bonuses that reward actual goal attainment.
•
Goal attainment should be rewarded for both individual and organizational goal achievement to foster teamwork and eliminate the “lone ranger” mentality. Real goal achievement is attached to outcomes or deliverables that are measurable or offer a shared picture of what success looks like. They should not reward checking items off a “to-do” list.
•
•
As the cost of benefits has increased, their place in a total compensation package has increased in importance. Shifting the costs of some benefits to employees is a last-option scenario.
On page two, Quality of Work Life Rewards, we'll look at quality of work life benefits and several online salary resources. The budget for salary, compensation, and benefits is not unlimited in most organizations. Thus, in addition to traditional increases to base pay, and variable rewards, such as bonuses, profit-sharing and gain-sharing, I recommend attention to quality of work life rewards. These can include the following.
•
Payment of a one-time, lump sum payment for a result or outcome that deserves recognition. 21
•
Payment of smaller rewards with “thank you” notes for above the call of duty contributions These are not necessarily tied to an achieved result, but they are contributions, that when emphasized, increase the probability of results.
•
Increased emphasis on additional benefits such as pre-paid legal assistance, educational assistance, and vision insurance. Increased opportunity for flexible work arrangements and job-sharing. An organizational emphasis on the training and development of employees. Clear career paths so employees see opportunities within your organization.
• • •
In this last category, quality of work life rewards, your imagination is your only limitation. The key is to ensure fairness and consistency for similarly performing and contributing people, whenever possible. I encourage you to do even more for those employees who measurably contribute more to your organization’s success. (Of course, this opens up a second philosophical debate – fodder for a later article – about how and whether your organization provides an equal opportunity for all employees to excel.) In summary, organizations are moving toward salary and compensation systems that emphasize flexibility, goal achievement, and variable pay based on performance, and less emphasis on increases to base pay. They are using bonuses based on profit and accomplishment to add to employee compensation. The rising cost of benefits is causing rethinking of their place in the compensation system. Forward thinking organizations are emphasizing “quality of work life” rewards and recognition to add to the value of the total compensation package
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Current Human resources scenario in India
The Indian workplace has undergone a sea change, and human resource priorities have now taken centre stage. In a knowledge economy, it is people—not capital or market—who make all the difference. As talent occupies centre stage in the Indian workplace, managing and retaining manpower is becoming crucial to an organization's success. To achieve this, companies across sectors are focusing on some of the more critical HR practices. We identify 10 such trends:
Leadership Development
Creating a pipeline of leadership talent is key to a business' future growth. Peter Cappelli, the George W Taylor professor of management and director of the Center for Human Resources, says it is imperative for the top level of an organization to make leadership talent management a priority, and put its money into long-term plans, as opposed to shortterm ones. If companies are worried about their talent pipeline, they have to develop their people, says. Also, good bench strength helps companies deal with volatility in labor supply. "Companies including Hindustan Unilever, Procter and Gamble and GlaxoSmithKline have been able to withstand attrition in key executives because they have always invested in developing leaders," says P. Dwarakanath, president, National Human Resource Development Network. Experts say succession planning should not be seen in isolation, but as part of overall organizational development.
Work-life Balance
No company or employee has found the Holy Grail of balancing work and life, but that is a work in progress. However, multinationals, information technology (IT) and IT enabled services (ITeS) companies have been able to promote the balance between career, family and leisure-time better. Other sectors have also been increasingly promoting a work-life balance. 24 Interestingly, most companies in India use benefits such as flexible timings, telecommuting, crèche facilities and concierge services as an attraction and retention
strategy. "We are yet too fully buy into the fact that employees become more productive and remain motivated when companies allow them to have a life beyond work," says Prabir Jha, global head, human resources, Dr Reddy's Laboratories Ltd. Experts say companies should see the work-life balance as a business proposition since progressive companies carry business forward with employees and families.
Inclusion and Diversity
With higher numbers of Gen Yers joining the workforce in India at a time when companies across the world have an ageing workforce on their rolls, conflicts are to be expected. "One of the challenges companies face today is resolving conflicts among different generations," says Pavan Bhatia, executive director, human resources, PepsiCo India Holdings Pvt. Ltd. "An inclusive and diverse workforce is the future of the workplace," he adds. Therefore, companies are investing both time and resources in ensuring that all age groups are comfortable working together.
Organizations in India have also been focusing on making workplaces more representative. For companies such as ICICI Bank Ltd, Hindustan Unilever Ltd, Vedanta Resources, PepsiCo India, Shell Companies in India and Bharti Airtel Ltd, gender diversity has become a critical area of focus. "Diversity is a business imperative since it brings diverse skills, ideas and approach to an organization," says Pallavi Tyagi, general manager, human resources, EI DuPont India Pvt. Ltd.
25
Health and wellness
The work culture at globalized workplaces involves long working hours, frequent travel, multitasking and tight deadlines—and all this often leaves employees mentally and physically stressed. "Employees are increasingly grappling with lifestyle-related diseases such as hypertension, diabetes and cholesterol, which can be checked by regular monitoring and a healthy lifestyle," says A. Sudhakar, executive vice-president, human resources, Dabur India. Companies have begun to realize that healthy employees contribute to higher efficiency and productivity. Apart from medical benefits, companies are also offering yoga classes and health camps and have doctors on campus. HCL Technologies Ltd, for instance, like many other IT companies, has 24/7 medical facilities in all its centers. DuPont has an Intranet-based tool, which assesses an employee's health through a questionnaire and makes recommendations based on the scores.
27
Right Skilling
Right skilling, or matching jobs with a particular level of training rather than hiring over skilled workers, is gaining currency. Companies use this strategy to tide over a manpower supply crunch and to broaden their talent base. "You don't need an IITian to supervise a car maker's shop floor or a management graduate from a premier business school to sell soaps, which largely has been the case," says T.V. Mohandas Pai, head, human resources, Infosys Technologies Ltd. Apart from IT and ITeS firms, organizations in the banking and financial services sector, too, have been increasingly hiring graduates and training them. The upside? Lower attrition rates and wage costs. Pai explains that when you have an over-qualified employee, it is
very difficult to meet her aspiration levels and, therefore, the chances of the employee moving on to something more challenging are higher.
Managing Solid Citizens
"Solid citizens" are the second-rung performers who make up 50-60% of employees in any organization. They are the backbone of any company. Although they contribute significantly to the company's overall performance, they don't have the potential to become leaders. "Unfortunately, most organizations focus on the 15-20% key talent at the expense of solid citizens," says Dwarakanath. Organizations which neglect their solid citizens are doing this at their own peril, say experts. Unlike star performers who are potential leaders, and therefore more likely to move out of an organization faster, this group provides stability and bench strength to an organization. Experts say companies need to take a fresh look at solid citizens and invest time and resources in managing and developing this group 28
Instant Rewards
Recognizing and rewarding performers is one of the most effective tools to attract and retain the right talent. Companies in India are looking at rewards systems more seriously, and are adopting total rewards practices that include compensation in both cash and kind. Apart from lifestyle perquisites such as a house, a car or a club membership, profit-linked incentives, deferred gratuity, and wealth-building programmers in the form of stock options and soft loans, companies are also including work-life balance programmers; competency pay packages where niche skills are compensated; and career opportunities, such as overseas assignments, new projects, etc., to reward staff. These rewards can be tailored to suit the top performers' aspirations to achieve maximum effect.
Measuring human capital
Evaluation of performance plays a key role, not just in rewarding an individual employee, but also in setting performance benchmarks. And hence, the need for a fair and transparent performance management system. A strong performance analysis helps make human resources both efficient and effective. "In today's business environment, where the focus is on increasing performance, companies must have robust systems to identify performers so that the best performers get identified, recognized and duly rewarded," says Ganesh Shermon, partner and head, human capital advisory service, KPMG India. Shermon cites the example of oil and gas company Bharat Petroleum Ltd, which has instituted a balanced scorecard based on key result areas to measure performance.
29
Managing Aspirations
As aspirations of organizations grow, so do those of employees. And, with the changing lifestyles and profiles of the workforce, personal and professional aspirations of employees are not just varied, but are increasingly on the rise. "Since competitive advantage depends on competent people, knowing what employees aspire for could just be the way to have an edge over competitors," says Kishore Poduri, head, human resources, eClerx Services Ltd. Experts say people as well as organizations have aspirations, and when the two get aligned, achieving business goals becomes easier. Dwarakanath suggests companies should be clear about goals of individuals as well as of the organization, and the role each needs to play.
The firm should also communicate the goals, and have robust and reliable processes to execute them, he adds.
30
360 Degrees Feedback
Finally, recognizing the need to make performance appraisal systems more effective, an increasing number of companies are using the 360 degrees or multi-rater feedback process. Unlike the traditional appraisal system, which gives unidimensional feedback, this one allows an employee to give feedback to her reporting manager, peers, direct reports and others. "Multi-rater feedback not only reduces the risk of biased perceptions, but also gives you a holistic view from all the stakeholders within the company," says Sanjay Bali, vice-president, HR, Samsung India Electronics Pvt. Ltd.
While most companies started using this system as a means for performance appraisal, most of them now use the 360 degrees feedback system to identify the learning and development needs of employees. Performance Management The evolution of performance management as an employee development, goal setting, and performance evaluation strategy is an important Human Resources trend in my book.
31
It allows an employer to develop an employee from on boarding until they leave your company It moves evaluation and goal setting away from an annual appraisal administered by the employee’s manager to a mutually beneficial defined contribution and development plan. We’ll see considerably more from each of these trends in the next decade. Hold on to your seat. The next wave of Human Resources trends for the next decade will soon leave the station. Are you ready to enhance and take advantage of them in your workplace? Human Performance Technology or performance consulting is changing the face of the traditional training department forever. Few training organizations offer trainer-led, generic classes as the only, or even major, solution to organizational challenges and opportunities any more. Emphasis is now placed on providing a range of potential solutions and assists that include in-depth needs assessment via interviews, surveys and focus groups. Alternatives to training offered by progressive human resource departments include coaching, organizational development or planned change consultation and interventions, facilitated planning sessions and large group processes. The training that is provided is often customdesigned with stated outcomes congruent with the direction of the business. Another trend that is sweeping the field of human resources is the integration of training and development into an entire performance management system. Organizations are moving away from the long-established, one-on-one appraisal or performance review with a boss held once per year. They are designing performance management systems, instead, that provide an individual with personal and professional developmental goals and training opportunities. In a performance management system, people receive more frequent feedback from many points of view including peers, direct reporting staff members and the boss. The feedback, known as 360-degree feedback, provides a more balanced set of observations for the employee. 32
The performance management system also integrates a performance development plan for the individual. This plan assists the employee to continue to develop his skills and abilities. For these plans, preference is accorded to integrated corporate university courses and internally custom designed and presented training. Performance development plans may include coursework, but also provide learning activities on the job such as special projects, serving on cross-functional teams, and skill stretching job assignments Share your thoughts about the top 10 Human Resources trends of the decade
33
NEW TRENDS IN INTERNATIONAL HRM
International HRM places greater emphasis on a number of responsibilities and functions such as relocation, orientation and translation services to help employees adapt to a new and different environment outside their own country.
•
Selection of employees requires careful evaluation of the personal characteristics of the candidate and his/her spouse. Training and development extends beyond information and orientation training to include sensitivity training and field experiences that will enable the manager to understand cultural differences better. Managers need to be protected from career development risks, re-entry problems and culture shock.
•
•
To balance the pros and cons of home country and host country evaluations, performance evaluations should combine the two sources of appraisal information. Compensation systems should support the overall strategic intent of the organization but should be customized for local conditions. In many European countries - Germany for one, law establishes representation. Organizations typically negotiate the agreement with the unions at a national level. In Europe it is more likely for salaried employees and managers to be unionized.
•
•
34
HR Managers should do the following things to ensure success•
Use workforce skills and abilities in order to exploit environmental opportunities and neutralize threats.
•
Employ innovative reward plans that recognize employee contributions and grant enhancements. Indulge in continuous quality improvement through TQM and HR contributions like training, development, counseling, etc Utilize people with distinctive capabilities to create unsurpassed competence in an area, e.g. Xerox in photocopiers, 3M in adhesives, Telco in trucks etc. Decentralize operations and rely on self-managed teams to deliver goods in difficult times e.g. Motorola is famous for short product development cycles. It has quickly commercialized ideas from its research labs.
•
•
•
•
Lay off workers in a smooth way explaining facts to unions, workers and other affected groups e.g. IBM, Kodak, Xerox, etc.
Today HR manager must focus on the following policy a) Policies- HR policies based on trust, openness, equity and consensus. b) Motivation- Create conditions in which people are willing to work with zeal, initiative and enthusiasm; make people feel like winners. c) Relations- Fair treatment of people and prompt redress of grievances would pave the way for healthy work-place relations. d) Change agent- Prepare workers to accept technological changes by clarifying doubts. e) Quality Consciousness- Commitment to quality in all aspects of personnel administration will ensure success. Due to the new trends in HR, in a nutshell the HR manager should treat people as resources, reward them equitably, and integrate their aspirations with corporate goals through suitable HR policies 35
Comparison old with new
In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers. External factors are those largely out-with the control of the organization. These include issues such as economic climate and current and future labor market trends (e.g., skills, education level, government investment into industries etc.). On the other hand, internal influences are broadly controlled by the organization to predict, determine, and monitor— for example—the organizational culture, underpinned by management style, environmental climate, and the approach to ethical and corporate social responsibilities.
Major trends
To know the business environment an organization operates in, three major trends must be considered: 1. Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. 2. Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the makeup of society insofar as race, gender, sexual orientation, etc. 3. Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e., not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc. 4. 36
Survey Report
1.Are you satisfied with the present working condition in your organization?
yes 47% no 53%
yes no
2.Do you feel that the management goes out of its way to make sure that the employees enjoy their work?
Never 27%
Always 7% Sometime 27% Always Sometime Rerely Never Rerely 39%
37
3. Are you satisfied with the rewards and recognition procedure in the company?
yes, 40% no, 60%
yes no
4.Do you feel that the rewards and recognition given to the employees justify their contribution?
38
0%
no 40%
yes no
yes 60%
5.Are the employees encouraged to try new methods and creative ideas?
0%
no 47%
yes
yes 53%
no
39
6.Are the feedback given to the employees taken seriously by them?
0% yes 29%
yes no
no 71%
7.Is the organization successful in distinguishing the employees with weak performance from the employees with weak performance?
0% yes 20%
yes no
no 80%
8.Are employees given the initiative to exercise new methods in their work or do they have to take approval from their supervisor?
40
0%
no 50%
yes 50%
yes no
9.Do the employees feel free to discuss their problems with the management?
0% no 7%
yes no
yes 93%
41
Conclusion
This study conclude that that new Trends and practices of HR in Avishkar tool . I have done survey of employees and collected information with the Structured Questioner .During my survey .I found the employee are not aware of new trend which have not being practices .Now I feel that company can consecrate on various other department HR .which will different impact on the organizational structure. As Human Resources is most important department in organization which has the whole responsibility of changing and accepting new policy of HR.
43
Webliography
1. http://howtomanagehumanresources.blogspot.com/2008/01/360-degreesperformance-appraisal.html 2. http://www.chillibreeze.com/articles_various/human-resources.asp 3. http://humanresources.about.com/od/businessmanagement/a/top_ten_trends.htm
Bibliography 1. Himalaya Publication 2. Ashwatt Tappan
3. Human Resources management.
44
doc_914545157.doc
I have done my field work in AVISHKAR TOOLS, who gave training of one month. The training was quiet interesting I had been given training on Human Resources department. The Avishkar tool is located in Palghar.
The main production is cooling tower .Cooling tower is a device which help the machine to maintain its temperature. The company is divided in three parts Production department HR department Marketing department .I have done my project in HR department. I my project I have introduced methods human resource accounting, appraisal by result, behaviorally anchored rating scale &360 degree appraisal. I this project there is a brief comparison between between old and new method used in Human resource management
A PROJECT REPORT ON “INTRODUCTION OF NEW TRENDS & PRACTICES OF HUMAN RESOURCES IN AVISHKAR TOOL”
SUBMITTED BY ROGIL JACOB DANIEL T.Y.B.M.S. SEMESTER V- ROLL No. 9823 ACADEMIC YEAR: 2010-2011
UNDER THE GUIDELINE OF Mrs. HIMANGI THATTEY SUBMITTED
TO UNIVERSITY OF MUMBAI
SONOPANTH DANDEKAR ARTS, V.SAPTE COMMERCE AND M.H.MEHTA SCIENCE COLLEGE, PALGHAR
DECLARATION
I, ROGIL JACOB DANIEL, a student of SONOPANTH DANDEKAR ARTS, V.S .APTE COMMERCE AND M.H.MEHTA SCIENCE COLLEGE, PALGHAR, studying in T.Y.B.M.S. Hereby declare that I have completed this project on “Introduction of new trends & practices of Human Resources in Avishkar Tools” during the academic year 2010-2011. The information submitted is true and original to the best of my knowledge.
Date: Place: Signature of student (ROGIL JACOB DANIEL)
CERTIFICATE
I, Professor .Himangi Thattey here by certify that Mr. Rogil Jacob Daniel of Sonopant Dandekar Arts, V.S Apte Commerce And M.H Mehta Science College, Palghar, of T.Y.B.M.S has completed his project on “ Introduction of new trends & practices of Human Resources in Avishkar tools” during the academic year 2010-2011. The information submitted is true and original to the best of my knowledge.
Signature of project guide (Himangi Thattey)
Signature of Principal of the college
Signature of Co-coordinator
Signature of External Examiner
ACKNOWLEDGEMENT
IT GIVES ME PLEASURE IN BRINGING OUT THIS PROJECT “INTRODUCTION OF NEW TRENDS & PRACTICES OF HUMAN RESOURCES IN AVISHKAR TOOL” FIRSTLY I WOULD LIKE TO THANK MY TEACHER AND GUIDE PROF
Mrs. HIMANGI THATTEY WHO GAVE ME HER VALUABLE SUGGESTIONS AND IDEAS WHEN I WAS IN NEED OF THEM. SHE ENCOUREGED ME TO WORK ON THIS PROJECT. I AM ALSO GRATEFUL TO MY COLLEGE FOR GIVING ME THE OPPORTUNITY TO WORK ON THIS PROJECT THEM AND PROVIDING ME THE NECESSARY RESOURCES FOR THE PROJECT I WOULD ALSO THANK TO THE BMS STAFF WHO HELPED ME TO COMPLETE THIS PROJECT. I AM IMMENSELY GRATEFULL TO ALL INVOLVED IN THIS PROJECT AS WITHOUT THEIR HELP AND VALUABLE SUGGESTIONS IT WOULD NOT HAVE BEEN POSSIBLE TO DEVELOP THE PROJECT WITHIN THE PRESCRIBED TIME.
WITH SINCERE THANKS, “ROGIL JACOB DANIEL”
Preface
I had done my Project Training in Avishkar Tools. I joined Avihkar Tools on 10th Of June 2010 on the first day Mr. Ashok Nair introduced his company and his workers environment. As by the serve I come to know that they are practicing the old HR technique like attendance card systems etc so I felt Need of introducing New method like
Performance appraisal ,360 degree feedback .According to me success of the organization depends on good HR technique . I have suggested Some HR method and technique. This Project report has helped me a lot to understand and learn the different between the theory which we learn in our book and the actual HR activity conducted practically in the organization .This project will not only help me but I am sure that in future also it will help others to know different trends actually practices in company .
EXECUTIVE SUMMARY
I have done my field work in AVISHKAR TOOLS, who gave training of one month. The training was quiet interesting I had been given training on Human Resources department. The Avishkar tool is located in Palghar. The main production is cooling tower .Cooling tower is a device which help the machine to maintain its temperature. The company is divided in three parts Production department HR department Marketing department .I have done my project in HR department. I my project I have introduced methods human resource accounting, appraisal by result, behaviorally anchored rating scale &360 degree appraisal. I this project there is a brief comparison between between old and new method used in Human resource management
TABLE OF CONTENTS
Sr. no 1. Introduction
Content
Page no.
2. Objective of the study 3. Research Methodology 4. Avishkar tools(Annexure) 5. Policy of Avishkar tools 6. Aviskhkar tools History 7. Introduction of Human Resources Management 8. Human Resources Purpose and role 9. Frame Work 10. Current Human Resources scenario in India 11. New Trends in International HRM 12. Comparison of old vs. new 13. Suggestion HR managers should do the folloing things to ensure success Today HR managers should follow the following policy 14. Servey Report 15. Conclusion 16. Biblography
INTRODUCTION
In this project I had done the field on Avishkar tool just to understand the working condition of an organization at Avishkar tool there were three departments one was of the production department, marketing department &HR department... In this project I have done my training on HR department .My main aim is to introduce new trends and technique. I have given description about new technique of HR .Human resources is one of important part for the growth of industrial organization. For growth of industry .Industry must take care of human aspect .HR plays a vital role in controlling the human aspect.
1
OBJECTIVES OF THE STUDY
This project is based on Introduction of new trends & practices in Avishkar tool. Objectives of this project are as follows:
? To Study and introduce important of HR Activity in Avishkar tools. ? To know different form of HR. ? To study different types of recruitment selection process in HR. ? To study and increase knowledge, skills of HR. ? To meet new challenges for HR manager. ? To analyses job specification of Avishkar tools. ? To know scope of HR. ? To gain opportunities of growth of HR department. ? To know working condition of the company.
2
RESEARCH METHODOLOGY TITLE OF STUDY
INTRODUCTION OF NEW TRENDS & PRACTICES OF HUMAN RESOURCES (HR) IN AVISHKAR TOOL
SCOPE OF STUDY:The study on New trends and Practices of Human Resources has showed broad picture .And it has developed a wide scope for future also .I can assure that this project report will help others to understand the different aspect of the “New Trend and practices of Human Resources in Avishkar tool “. As the trend in the HR is not fixed it will change as per the change in business environment and as per the time will pass on. But the old and new trends will combining will create a great impact on Human Resource depend in any organization .So continuously monitoring on this changes will definitely help organization to grew and sustain in the Market
Limatitation of the project
? Company has not having sufficient time for inquiry ? HR manager has not providing specific data being confidential ? Being a fresher in department many things could have been missing by me ? There was no full time guide provided by the company and there are chance of mistake on my behalf ? Lack of knowledge among the workers
3 DATA COLLECTION Data collection is a term used to describe a process of preparing and collecting data - for example as part of a process improvement or similar project. The purpose of data collection
is to obtain information to keep on record, to make decisions about important issues, to pass information on to others. Primarily, data is collected to provide information regarding a specific topic. Data collection usually takes place early on in an improvement project, and is often formalised through a data collection plan which often contains the following activity. 1. Pre collection activity – Agree goals, target data, definitions, methods 2. Collection – data collection 3. Present Findings – usually involves some form of sorting analysis and/or presentation. Prior to any data collection, pre-collection activity is one of the most crucial steps in the process. It is often discovered too late that the value of their interview information is discounted as a consequence of poor sampling of both questions and informants and poor elicitation techniques. After pre-collection activity is fully completed, data collection in the field, whether by interviewing or other methods, can be carried out in a structured, systematic and scientific way. A formal data collection process is necessary as it ensures that data gathered is both defined and accurate and that subsequent decisions based on arguments embodied in the findings are valid. The process provides both a baseline from which to measure from and in certain cases a target on what to improve. Types of data collection 1-By mail questionnaires 2-By personal interview. 4
Other main types of collection include census, sample survey, and administrative byproduct and each with their respective advantages and disadvantages. A census refers to data collection about everyone or everything in a group and has advantages, such as accuracy and detail and disadvantages, such as cost and time. A sample survey is a data
collection method and has advantages, such as cost and time and disadvantages, such as accuracy and detail. Administrative by-product data is collected as a by product of an organization’s day-to-day operations and has advantages, such as accuracy, time simplicity and disadvantages, such as no flexibility and lack of control.
SOURCES OF DATA COLLECTION
Following are the sources of data of my project:1) PRIMARY SOURCE:? Information provided by company person ? Interview of HR manager 2) SECONDARY SOURCE ? Internet ? Magazine ? News paper article ? Social networking sites
5
Avishkar Tools
ATDS cooling towers induced draft counter flow film type FRP Cooling Towers incorporated in 2002, in Mumbai and further in Palghar taluka of Thane district. The company is showing prospective growth since it's establishment due to it's quality product, services, ease of handling and long life. All this is possible by the dynamic & quality management directions and sincere efforts of the follower team. it is the largest manufacturer of square shape FRP cooling towers company in India. The company keeps the strength of manufacturing cooling towers from 3 TR upto 1000 TR capacity in single cell construction. Also multi cell capacity upto 12000 M3/hr. We can deliver cooling towers upto 500 TR EX-stocks. The company had been catering it's services to vast industrial sectors like power plants, steel, chemical process industry, pharmaceutical, plastics & rubber, engineering, HVAC, petrochemical, I.T. sector, hotels, textiles and many more. The ladder of our success is constructed by the concrete support of our valued customers. Our repeat orders are the proof of our achievements, quality, dedicated services, performance and our commitments towards the satisfactions of our customers.
6
Salient Features
? ? ? ?
COMPACT LIGHT-WEIGHT DESIGN CORROSION RESISTANT WEATHER-PROOF CONSTRUCTION ENSURES LING LASTING LIFE
Applications
• •
AIR CONDITIONING REFRIGERATION SYSTE
• • •
PROCESS COOLING INDUSTRIES PLASTIC INJECTION & BLOW MOULDING MACHINES DIESEL GENERATOR SETS, HEAT EXCHANGER ETC
QUALITY POLICY
Ours is composite unit, manufacturing FRP Moulding, PVC fills and motor required for cooling tower in the factory itself. Due to this we are able to exercise full control on the quality of the basic raw material for cooling tower. Our test bed is equipped with all the instruments to ensure that the various tests required under different specifications are conducted before cooling towers are cleared for despatch. We have also a separate laboratory for testing the quality of raw material. Each consignment of cooling tower is despatched to the customer with an exhaustive test report giving results of tests conducted in our test bed.
7 The process control checks are carried out at every stage of manufacturing so that only
the right material goes for further processing. The control checks are to ascertain that cooling tower manufactured at our works are of desired quality and comply with the standards of technical specifications. Our quality control department is manned by persons having long experience in this line. We believe that quality towers can only be manufactured, if the basic raw materials are of high standards, and hence we procure the same from the reliable manufacturers directly. We believe that quality is not an accident but the result of constant vigilance and testing at every stage of manufacture. The quality of ‘ATDS cooling tower’ is maintained at high level due to the latest processing technology with which these cooling towers are manufactured. The following are the salient features of the process inspection carried out by us.
8
PRODUCT DETAIL
Salient features of FRP Cooling Towers
RANGE : ATDS offers Cooling Towers of capacity ranging from 2 m3/hr to 1,500 m3/hr in single cell and above upto 15,000 m3/hr in multicells. DESIGN : ATDS Cooling Towers are of vertical induced draft counter flow design with uniform water distribution and optimal heat transfer. Towers can be installed independent of wind direction. FRP BODY : The Body of the tower made of tough fibre glass reinforced plastic. It has sufficient structural strength to withstand high industrial vibrations and velocity. It is resistant to local impacts and even if damage is sustained local repairs can easily be done. SPECIAL MOTORS : Continuous rating shock-proof totally enclosed type as per IP 55 and suitable for outdoor mounting. FAN : The Fan is directly driven and of axial flow type. The fan blades are of cast aluminium completely free from problem encountered with belt and gear drives. DRIFT ELIMINATOR : It prevents spray entrainment reduces carryover losses of water. The eliminator is of rigid P.V.C. 9 PVC FILL : Corrosion resistant fill are of polyvinyl The heat exchange surface area of our fills is so designed so as to offer maximum contact time for air & water. The flute size of our fills is 12mm which offers maximum contact area. We offer ABSOL AC Fills which is suitable for high
temperature application upto 70º C. SPRINKLER GI, PP WITH FRP MOULDED WATER DISTRIBUTION HEADER PIPE : The header pipe designed for proper distribution of water over the FILLS so that proper contact time for air to water is achieved. The header pipe is manufactured in G.I., P.P. with FRP moulded construction which makes it NON CORROSIVE TYPE & Long Lasting. WATER DISTRIBUTION NOZZLES : We are offering low pressure drop, nonclogging, ABS make solid cone type nozzles for distributing the water on the fill pack area. Each nozzle is designed to operate on a water fluctuating load as good as 20%. Each nozzle can cater the service area of 1.2m x 1.2m at an inlet pressure of 0.3 kg. per cm.sq.
INSPECTION WINDOW : Inspection window(s) is provided from where water distribution through nozzles and fill can be observed. Servicing of fills and nozzles can also be done through this window(s). CORROSI ON FREE : The tower casing is of FRP, and fill and eliminator are of PVC, thus eliminating corrosion, the biggest enemy of Cooling Tower.10 All steel components such as motor support, water distribution pipes, hardware, etc. are epoxy /
polyurethane painted.
LIGHT WEIGHT : The towers are compact and light weight resulting in each delivery to site and installation. Light weight also saves on structural and masonry. Roof installation can also be done without any special reinforcements.
INSTALLATION : Towers are completely factory assembled before dispatch. At site the tower has just to be bolted on the RCC / brick masonry tank or tower with FRP tank has to be placed on foundation, thus saving a lot of installation time. SERVICE & MAINTENANCE : Maintenance is considerably reduced because fan is the only moving part in the Cooling Tower which is dynamically balanced; therefore, no vibrations. The sprinkler, fill and eliminator can easily be approached from the inspection window without disturbing the Cooling Tower casing. To offer quality products we are buying our Raw Material like Fibre Glass, Resin & Motor from ISO Certified Companies. Our Product is qualified through many consultants which makes us confident about our quality. We have instant service backup from our factory. Our efforts are to offer you an upgraded latest Technology Product with the highest efficiency & keep long term healthy business relations.
11
Avishkar tools History
ATDS cooling towers induced draft counter flow film type FRP cooling towers incorporated in 1998, in Mumbai and further in Palghar taluka of thane district. ATDS is manufacturing and supplying it’s products in India and export market. Till date ATDS have successfully installed around 5000 cooling towers within all the industrial sectors & covering vast scale of applications. Since inception, we are observing a total commitment to rigid quality control at each stage of production and as a result cooling tower meets the exact standards of leading cooling tower consumers, multinational companies, leading corporate houses and government bodies. Due to this kind of acceptance by all our valued customers and our long experience in this field, today we are able to offer the latest technology product at very competitive price. It is our history that the ladder of our success is constructed by the concrete support of our valued customers. Our repeat orders are the proof of our achievements, quality, dedicated services, performance and our commitments towards the satisfactions of our customers.
We do not have any foreign collaboration and we are proud that we are manufacturing quality cooling towers on Indian machinery, with indigenous know-how with minimum overheads and reasonable profit with volumetric business. That is why our product is competitivealso. Our services are always available to assist you in selection of cooling towers to meet your requirements. We have an installed capacity of 150 no. Of cooling towers per month i.e. 1000 per year and have already achieved the production of 1105 nos. Last year. With opening up of our economy, we have to match our quality to that of developed countries so as to face the international competition. We are installing latest process control equipment in the plant and new testing equipment in the laboratory. We are inducing more technical hands in the quality department.
12
Introduction to human resources management
Human Resource Management (HRM) is a subject concerned with the 'people' in other words 'human resources' of an organization. Any organization built up with human resources must manage them well to acquire the services, develop the skills and motivate them to perform to a higher performance in growing trends. The management must always
ensure this to be continued and maintain their commitment and achieve the organizational goals which very essential. The primary responsibility of human resource management in an organization is to recruit the people, ensure they are capable enough to perform job, improve their skill set and maintain their services and compensate them as required by the organization. Regardless the type of organization human resource management is very essential to achieve and maintain the success of the organization. Recruitment of new people and retaining them is very essential for any organization and human resource management plays a vital role in maintaining and takes the success. In order to survive an organization needs to maintain a successful coordination between employees and take their efforts towards a common goal. The HRM is a process which consists four specific functions as follows. 13
A) Recruiting Human Resources.
Recruitment of human resources begins with analyzing the existing human resources and planning the new requirements. Human resource management has to analyze and estimate the demand of labor and ensure that there is definite requirement of new resources. Recruitment process is key in human resource management as the selection of new employees and socializing them among the organization is involved in this process. B) Develop Human Resources. Development of human resources is a vital function in human resource management as the capabilities of individuals cannot be assessed exactly while recruiting them. It is very essential to train the employees who are not capable at par the requirement of the job, emphasize their skill levels and conceptual abilities. It is also responsibility of human resource management to acquire the knowledge and enhance the innovative capabilities of the employees. HRM must also concentrate on career development of the employees which shall impact the organizational development. 14 C) Motivate Human Resources. Motivation function in human resource management is that which drives the organization to achieve the goals successfully and more effectively. HRM must always see among the employees the satisfaction over their job, appraise their performance, improve behavioral and structural techniques that effect in efficient performance, and implement reward system for better performance, benefits and requirements of each individual. After all these are the motivating factors of human resources. D) Maintenance Human Resources. Maintenance is a function which is concerned with the working conditions which are very essential to take the performance of an individual to the peaks. Every employee believe that better working conditions are very important for them to maintain and continue in the organization. Continuous research is required by the human resource management to
identify and improve best working conditions to maintain the performance of the human resources. Human resource management is the emerging field of study and a continuous research is made every day to establish innovative approaches in dealing with human resources. New strategies and methodologies are evolving time by time to achieve higher performances with in the needs of organizations.
15
Human resources purpose and role
In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organization's human resource requirements effectively but also pragmatically, taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce key functions Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations: 16
•
Recruitment, selection, and on boarding (resourcing)
• • • • • • • •
Organizational design and development Business transformation and change management Performance, conduct and behavior management Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management Compensation, rewards, and benefits management Training and development (learning management)
Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations. Applicable legal issues, such as the potential for disparate treatment and disparate impact, are also extremely important to HR managers
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Framework
Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies that ensures the continual improvement and growth of the individual, the organization, and the national human resourcefulness. Adam Smith states, “The capacities of individuals depended on their access to education”. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organized processes, “with a specific learning objective” Within a national context, it becomes a strategic Structure Human Resources Development is the structure that allows for individual development, potentially satisfying the organizations, or the nation's goals. Development of the individual benefits the individual, the organization—and the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees as an asset to the enterprise, whose value is enhanced by development, "Its primary focus is on growth and employee development…it emphasizes developing individual potential and skills") Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that develops the individual's performance. At the level of a national strategy, it can be a broad inter sect oral approach to fostering creative contributions to national productivity. Training and development At the organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, "organized learning over a given period of time, to provide the possibility of performance change”. In these settings,
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Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goalsand employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business, its human resource, by attaining or upgrading employee skills and attitudes at all levels to maximize enterprise effectiveness. The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual's growth and development, "development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself”. The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience. Recruitment and selection Applicant recruitment and employee selection form a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective, these initiatives need to include how and when to source the best recruits, internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and on boarding strategies.
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Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centers to review performance and assess employee development needs and promotional potential. Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centers or commercially run employment agencies. Except in sectors where high-volume recruitment is the norm, an organization faced with sudden, unexpected requirements for an unusually large number of new recruits often delegate the task to a specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies, which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the external recruitment services provider 20
Current Compensation Thinking
My current thinking about salary and compensation includes the following components.
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Organizations need to develop a compensation philosophy and direction in writing that is reviewed by the Board of Directors and agreed to by your managers. Particularly in an entrepreneurial, market-driven company, the compensation philosophy needs to include a method for grouping similar jobs for purposes of broad banding, since promotional opportunities are limited.
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It should include a responsible, measurement system for awarding variable pay. I recommend less emphasis on increasing base pay, and more emphasis on distributing gains via bonuses that reward actual goal attainment.
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Goal attainment should be rewarded for both individual and organizational goal achievement to foster teamwork and eliminate the “lone ranger” mentality. Real goal achievement is attached to outcomes or deliverables that are measurable or offer a shared picture of what success looks like. They should not reward checking items off a “to-do” list.
•
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As the cost of benefits has increased, their place in a total compensation package has increased in importance. Shifting the costs of some benefits to employees is a last-option scenario.
On page two, Quality of Work Life Rewards, we'll look at quality of work life benefits and several online salary resources. The budget for salary, compensation, and benefits is not unlimited in most organizations. Thus, in addition to traditional increases to base pay, and variable rewards, such as bonuses, profit-sharing and gain-sharing, I recommend attention to quality of work life rewards. These can include the following.
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Payment of a one-time, lump sum payment for a result or outcome that deserves recognition. 21
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Payment of smaller rewards with “thank you” notes for above the call of duty contributions These are not necessarily tied to an achieved result, but they are contributions, that when emphasized, increase the probability of results.
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Increased emphasis on additional benefits such as pre-paid legal assistance, educational assistance, and vision insurance. Increased opportunity for flexible work arrangements and job-sharing. An organizational emphasis on the training and development of employees. Clear career paths so employees see opportunities within your organization.
• • •
In this last category, quality of work life rewards, your imagination is your only limitation. The key is to ensure fairness and consistency for similarly performing and contributing people, whenever possible. I encourage you to do even more for those employees who measurably contribute more to your organization’s success. (Of course, this opens up a second philosophical debate – fodder for a later article – about how and whether your organization provides an equal opportunity for all employees to excel.) In summary, organizations are moving toward salary and compensation systems that emphasize flexibility, goal achievement, and variable pay based on performance, and less emphasis on increases to base pay. They are using bonuses based on profit and accomplishment to add to employee compensation. The rising cost of benefits is causing rethinking of their place in the compensation system. Forward thinking organizations are emphasizing “quality of work life” rewards and recognition to add to the value of the total compensation package
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Current Human resources scenario in India
The Indian workplace has undergone a sea change, and human resource priorities have now taken centre stage. In a knowledge economy, it is people—not capital or market—who make all the difference. As talent occupies centre stage in the Indian workplace, managing and retaining manpower is becoming crucial to an organization's success. To achieve this, companies across sectors are focusing on some of the more critical HR practices. We identify 10 such trends:
Leadership Development
Creating a pipeline of leadership talent is key to a business' future growth. Peter Cappelli, the George W Taylor professor of management and director of the Center for Human Resources, says it is imperative for the top level of an organization to make leadership talent management a priority, and put its money into long-term plans, as opposed to shortterm ones. If companies are worried about their talent pipeline, they have to develop their people, says. Also, good bench strength helps companies deal with volatility in labor supply. "Companies including Hindustan Unilever, Procter and Gamble and GlaxoSmithKline have been able to withstand attrition in key executives because they have always invested in developing leaders," says P. Dwarakanath, president, National Human Resource Development Network. Experts say succession planning should not be seen in isolation, but as part of overall organizational development.
Work-life Balance
No company or employee has found the Holy Grail of balancing work and life, but that is a work in progress. However, multinationals, information technology (IT) and IT enabled services (ITeS) companies have been able to promote the balance between career, family and leisure-time better. Other sectors have also been increasingly promoting a work-life balance. 24 Interestingly, most companies in India use benefits such as flexible timings, telecommuting, crèche facilities and concierge services as an attraction and retention
strategy. "We are yet too fully buy into the fact that employees become more productive and remain motivated when companies allow them to have a life beyond work," says Prabir Jha, global head, human resources, Dr Reddy's Laboratories Ltd. Experts say companies should see the work-life balance as a business proposition since progressive companies carry business forward with employees and families.
Inclusion and Diversity
With higher numbers of Gen Yers joining the workforce in India at a time when companies across the world have an ageing workforce on their rolls, conflicts are to be expected. "One of the challenges companies face today is resolving conflicts among different generations," says Pavan Bhatia, executive director, human resources, PepsiCo India Holdings Pvt. Ltd. "An inclusive and diverse workforce is the future of the workplace," he adds. Therefore, companies are investing both time and resources in ensuring that all age groups are comfortable working together.
Organizations in India have also been focusing on making workplaces more representative. For companies such as ICICI Bank Ltd, Hindustan Unilever Ltd, Vedanta Resources, PepsiCo India, Shell Companies in India and Bharti Airtel Ltd, gender diversity has become a critical area of focus. "Diversity is a business imperative since it brings diverse skills, ideas and approach to an organization," says Pallavi Tyagi, general manager, human resources, EI DuPont India Pvt. Ltd.
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Health and wellness
The work culture at globalized workplaces involves long working hours, frequent travel, multitasking and tight deadlines—and all this often leaves employees mentally and physically stressed. "Employees are increasingly grappling with lifestyle-related diseases such as hypertension, diabetes and cholesterol, which can be checked by regular monitoring and a healthy lifestyle," says A. Sudhakar, executive vice-president, human resources, Dabur India. Companies have begun to realize that healthy employees contribute to higher efficiency and productivity. Apart from medical benefits, companies are also offering yoga classes and health camps and have doctors on campus. HCL Technologies Ltd, for instance, like many other IT companies, has 24/7 medical facilities in all its centers. DuPont has an Intranet-based tool, which assesses an employee's health through a questionnaire and makes recommendations based on the scores.
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Right Skilling
Right skilling, or matching jobs with a particular level of training rather than hiring over skilled workers, is gaining currency. Companies use this strategy to tide over a manpower supply crunch and to broaden their talent base. "You don't need an IITian to supervise a car maker's shop floor or a management graduate from a premier business school to sell soaps, which largely has been the case," says T.V. Mohandas Pai, head, human resources, Infosys Technologies Ltd. Apart from IT and ITeS firms, organizations in the banking and financial services sector, too, have been increasingly hiring graduates and training them. The upside? Lower attrition rates and wage costs. Pai explains that when you have an over-qualified employee, it is
very difficult to meet her aspiration levels and, therefore, the chances of the employee moving on to something more challenging are higher.
Managing Solid Citizens
"Solid citizens" are the second-rung performers who make up 50-60% of employees in any organization. They are the backbone of any company. Although they contribute significantly to the company's overall performance, they don't have the potential to become leaders. "Unfortunately, most organizations focus on the 15-20% key talent at the expense of solid citizens," says Dwarakanath. Organizations which neglect their solid citizens are doing this at their own peril, say experts. Unlike star performers who are potential leaders, and therefore more likely to move out of an organization faster, this group provides stability and bench strength to an organization. Experts say companies need to take a fresh look at solid citizens and invest time and resources in managing and developing this group 28
Instant Rewards
Recognizing and rewarding performers is one of the most effective tools to attract and retain the right talent. Companies in India are looking at rewards systems more seriously, and are adopting total rewards practices that include compensation in both cash and kind. Apart from lifestyle perquisites such as a house, a car or a club membership, profit-linked incentives, deferred gratuity, and wealth-building programmers in the form of stock options and soft loans, companies are also including work-life balance programmers; competency pay packages where niche skills are compensated; and career opportunities, such as overseas assignments, new projects, etc., to reward staff. These rewards can be tailored to suit the top performers' aspirations to achieve maximum effect.
Measuring human capital
Evaluation of performance plays a key role, not just in rewarding an individual employee, but also in setting performance benchmarks. And hence, the need for a fair and transparent performance management system. A strong performance analysis helps make human resources both efficient and effective. "In today's business environment, where the focus is on increasing performance, companies must have robust systems to identify performers so that the best performers get identified, recognized and duly rewarded," says Ganesh Shermon, partner and head, human capital advisory service, KPMG India. Shermon cites the example of oil and gas company Bharat Petroleum Ltd, which has instituted a balanced scorecard based on key result areas to measure performance.
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Managing Aspirations
As aspirations of organizations grow, so do those of employees. And, with the changing lifestyles and profiles of the workforce, personal and professional aspirations of employees are not just varied, but are increasingly on the rise. "Since competitive advantage depends on competent people, knowing what employees aspire for could just be the way to have an edge over competitors," says Kishore Poduri, head, human resources, eClerx Services Ltd. Experts say people as well as organizations have aspirations, and when the two get aligned, achieving business goals becomes easier. Dwarakanath suggests companies should be clear about goals of individuals as well as of the organization, and the role each needs to play.
The firm should also communicate the goals, and have robust and reliable processes to execute them, he adds.
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360 Degrees Feedback
Finally, recognizing the need to make performance appraisal systems more effective, an increasing number of companies are using the 360 degrees or multi-rater feedback process. Unlike the traditional appraisal system, which gives unidimensional feedback, this one allows an employee to give feedback to her reporting manager, peers, direct reports and others. "Multi-rater feedback not only reduces the risk of biased perceptions, but also gives you a holistic view from all the stakeholders within the company," says Sanjay Bali, vice-president, HR, Samsung India Electronics Pvt. Ltd.
While most companies started using this system as a means for performance appraisal, most of them now use the 360 degrees feedback system to identify the learning and development needs of employees. Performance Management The evolution of performance management as an employee development, goal setting, and performance evaluation strategy is an important Human Resources trend in my book.
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It allows an employer to develop an employee from on boarding until they leave your company It moves evaluation and goal setting away from an annual appraisal administered by the employee’s manager to a mutually beneficial defined contribution and development plan. We’ll see considerably more from each of these trends in the next decade. Hold on to your seat. The next wave of Human Resources trends for the next decade will soon leave the station. Are you ready to enhance and take advantage of them in your workplace? Human Performance Technology or performance consulting is changing the face of the traditional training department forever. Few training organizations offer trainer-led, generic classes as the only, or even major, solution to organizational challenges and opportunities any more. Emphasis is now placed on providing a range of potential solutions and assists that include in-depth needs assessment via interviews, surveys and focus groups. Alternatives to training offered by progressive human resource departments include coaching, organizational development or planned change consultation and interventions, facilitated planning sessions and large group processes. The training that is provided is often customdesigned with stated outcomes congruent with the direction of the business. Another trend that is sweeping the field of human resources is the integration of training and development into an entire performance management system. Organizations are moving away from the long-established, one-on-one appraisal or performance review with a boss held once per year. They are designing performance management systems, instead, that provide an individual with personal and professional developmental goals and training opportunities. In a performance management system, people receive more frequent feedback from many points of view including peers, direct reporting staff members and the boss. The feedback, known as 360-degree feedback, provides a more balanced set of observations for the employee. 32
The performance management system also integrates a performance development plan for the individual. This plan assists the employee to continue to develop his skills and abilities. For these plans, preference is accorded to integrated corporate university courses and internally custom designed and presented training. Performance development plans may include coursework, but also provide learning activities on the job such as special projects, serving on cross-functional teams, and skill stretching job assignments Share your thoughts about the top 10 Human Resources trends of the decade
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NEW TRENDS IN INTERNATIONAL HRM
International HRM places greater emphasis on a number of responsibilities and functions such as relocation, orientation and translation services to help employees adapt to a new and different environment outside their own country.
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Selection of employees requires careful evaluation of the personal characteristics of the candidate and his/her spouse. Training and development extends beyond information and orientation training to include sensitivity training and field experiences that will enable the manager to understand cultural differences better. Managers need to be protected from career development risks, re-entry problems and culture shock.
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To balance the pros and cons of home country and host country evaluations, performance evaluations should combine the two sources of appraisal information. Compensation systems should support the overall strategic intent of the organization but should be customized for local conditions. In many European countries - Germany for one, law establishes representation. Organizations typically negotiate the agreement with the unions at a national level. In Europe it is more likely for salaried employees and managers to be unionized.
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HR Managers should do the following things to ensure success•
Use workforce skills and abilities in order to exploit environmental opportunities and neutralize threats.
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Employ innovative reward plans that recognize employee contributions and grant enhancements. Indulge in continuous quality improvement through TQM and HR contributions like training, development, counseling, etc Utilize people with distinctive capabilities to create unsurpassed competence in an area, e.g. Xerox in photocopiers, 3M in adhesives, Telco in trucks etc. Decentralize operations and rely on self-managed teams to deliver goods in difficult times e.g. Motorola is famous for short product development cycles. It has quickly commercialized ideas from its research labs.
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Lay off workers in a smooth way explaining facts to unions, workers and other affected groups e.g. IBM, Kodak, Xerox, etc.
Today HR manager must focus on the following policy a) Policies- HR policies based on trust, openness, equity and consensus. b) Motivation- Create conditions in which people are willing to work with zeal, initiative and enthusiasm; make people feel like winners. c) Relations- Fair treatment of people and prompt redress of grievances would pave the way for healthy work-place relations. d) Change agent- Prepare workers to accept technological changes by clarifying doubts. e) Quality Consciousness- Commitment to quality in all aspects of personnel administration will ensure success. Due to the new trends in HR, in a nutshell the HR manager should treat people as resources, reward them equitably, and integrate their aspirations with corporate goals through suitable HR policies 35
Comparison old with new
In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers. External factors are those largely out-with the control of the organization. These include issues such as economic climate and current and future labor market trends (e.g., skills, education level, government investment into industries etc.). On the other hand, internal influences are broadly controlled by the organization to predict, determine, and monitor— for example—the organizational culture, underpinned by management style, environmental climate, and the approach to ethical and corporate social responsibilities.
Major trends
To know the business environment an organization operates in, three major trends must be considered: 1. Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. 2. Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the makeup of society insofar as race, gender, sexual orientation, etc. 3. Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e., not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc. 4. 36
Survey Report
1.Are you satisfied with the present working condition in your organization?
yes 47% no 53%
yes no
2.Do you feel that the management goes out of its way to make sure that the employees enjoy their work?
Never 27%
Always 7% Sometime 27% Always Sometime Rerely Never Rerely 39%
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3. Are you satisfied with the rewards and recognition procedure in the company?
yes, 40% no, 60%
yes no
4.Do you feel that the rewards and recognition given to the employees justify their contribution?
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0%
no 40%
yes no
yes 60%
5.Are the employees encouraged to try new methods and creative ideas?
0%
no 47%
yes
yes 53%
no
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6.Are the feedback given to the employees taken seriously by them?
0% yes 29%
yes no
no 71%
7.Is the organization successful in distinguishing the employees with weak performance from the employees with weak performance?
0% yes 20%
yes no
no 80%
8.Are employees given the initiative to exercise new methods in their work or do they have to take approval from their supervisor?
40
0%
no 50%
yes 50%
yes no
9.Do the employees feel free to discuss their problems with the management?
0% no 7%
yes no
yes 93%
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Conclusion
This study conclude that that new Trends and practices of HR in Avishkar tool . I have done survey of employees and collected information with the Structured Questioner .During my survey .I found the employee are not aware of new trend which have not being practices .Now I feel that company can consecrate on various other department HR .which will different impact on the organizational structure. As Human Resources is most important department in organization which has the whole responsibility of changing and accepting new policy of HR.
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Webliography
1. http://howtomanagehumanresources.blogspot.com/2008/01/360-degreesperformance-appraisal.html 2. http://www.chillibreeze.com/articles_various/human-resources.asp 3. http://humanresources.about.com/od/businessmanagement/a/top_ten_trends.htm
Bibliography 1. Himalaya Publication 2. Ashwatt Tappan
3. Human Resources management.
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doc_914545157.doc